BUSINESS UNIT MANAGEMENT EFFECTIVENESS LEAD (2004 – 2009)Member of business-line's executive team, accountable for defining and delivering results against that business' Human Resources strategic plan. Multiple constituents and business assignments (inlcuding reorganizations through six Fidelity businesses), client base varied from 200 to 9,000, management duties ranged from one to thirty.
* Created comprehensive Human Resources strategy for the newly formed Enterprise Operations business unit (9,000 employees world-wide, forerunner to an Operations function.) Included operations-specific initiatives designed to unify disparate operations segments across most Fidelity businesses. All programs still in process.
* Drove continuous improvement in business performance through Quarterly Talent Checkpoints which actively addressed Human Capital issues and imperatives. Resulted in formal action planning and closed-loop follow through on areas related to workforce planning, talent management, competitive marketplace, business climate and competitive environment.
* Addressed critical business need for India-national successor to President, FMR India through eighteen month U.S. development rotation. Succession now complete, this rotational program has today been replicated as part of the General Management Apprentice Program.
* Established Accelerated Leadership Development Program for Global Operations which produced multiple senior - level leaders ready to assume cross-organizational leadership.
* Selected to define new model for Human Resources business-line support (function-wide); created consistent structure, roles and service model. New model, in implementation in early 2009, anticipated to deliver annual savings of more than $5 million firm-wide.
VICE PRESIDENT, CHIEF-OF-STAFF (2007)Pilot assignment, partnered with Human Resources’ Executive Vice President for Fidelity Employer Services Company (FESCo); facilitated daily operations of 200+ member team, operating budget of $18 million (excluding payroll). Afforded ongoing, objective counsel to Senior Vice President Human Resources, managed eight, provided guidance to fourteen peers.
* Effectively structured responsibilities and delivered results for newly created position. Role subsequently modeled and implemented, as Human Resources Head of Operations, across Human Resources function in 2008.
* Selected to lead the definition and management of people-related measures of cost-mitigation and reduction for FESCo’s scale and efficiency team.
* Established process for managing headcount, open requisitions and all staffing activity (temporary and permanent) for FESCo. Reduced open requisitions by nearly 1,200 through closed-loop review incorporating Finance and senior leadership. Process subsequently adopted firm-wide.